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Management control seen as an element of the management process is assigned with a broad range of tasks and functions within organizations. Its role throughout risk- and goal-oriented management schemes is well established in both theory and organizational practice but its contribution to risks within the management cycle is scarcely discussed in scholarly literature. This blind spot is taken up by this research paper aiming to identify the institutionalized controlling as a risk-bearing actor within organizational management and outlining options to cover it.

Demographic change forces companies in the social sector, which already face more difficulties recruiting from the primary labor market and keep qualified workers committed then other enterprises, to deal with the increase of employees satisfaction. This research paper analyses the context of dialogic management in the relation between the manager and her staff and satisfaction of employees. It measures the personal preferences of leaders and staff from the employee perception.
The following personal preferences are distinguished: Harmony-seeking relation preference versus dominant autonomy preferencern Thrill-seeking stimulant preference versus controlling balance preference according to Riemann, 1999 und Pashen Dihsmaier 2011. The empiric research was done with help of a survey at the Samaritan institution Fürstenwalde with a 364 out of 560 employeesÂ´ participation. It finds significant correlation between the satisfaction of the employees with their managers and their dialogic expertise as well as with their skill to create confidence and spread appreciation. It determines differences in job satisfication of employees between the perceived psychological preferences of the staff and the perceived preference of their managers. It can be proved that relationship-oriented leaders show a higher degree of willingness for dialogue then autonomy-oriented managers. The satisfaction of employees with these leaders is clearly higher then with managers who are perceived as autonomy- oriented. A higher degree of correlation between the contentment and dialogic behavior of management could be determined with stimulant- and relationship-oriented employee against employees with a preference for autonomy or balance. The highest value of contentment could be reached by relationship- oriented workers, who perceive their management also relationship-oriented. The foundation of dialogic thought and behavior based on trust and appreciation must be developed upon managers and employees, first, before dialogic management can be introduced to a company.
In this context the relationship-oriented management approaches should be taken into consideration when recruiting managers and should also have a high priority in the human resources development.